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Planning for FundingModerator: Deborah Orr, U.S. EPA

August 3, 2010

• Michael AcAfee, Housing and Urban Development, Community and Development Representative

• Susan Kaplan, University of Illinois, Illinois ResourceNet

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Comprehensive Planning and Sustainable Federal

FundingPresented By: Dr. Michael McAfee

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Purpose

How to use a comprehensive plan and the sustainable practices built into it to facilitate the continuous development of federal funding proposals.

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Current Behaviors and Necessary Behaviors

Traditional Leaders Regional Stewardship

One jurisdiction, one organization Multiple jurisdictions and organizations

Specific problem or goal Integrated vision/goals for a region

Leveraging of homogenous networks Diverse networks brought together

Commitment to an issue or cause Commitment to place

Commitment to funding programs Commitment to funding systemic achievement of community outcomes

Based in part on Parr, Walesh, and Nguyen (2002). The practice of stewardship: Developing leadership for regional action. Mountain View, CA: Alliance for RegionalStewardship.

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Another Way of Looking at the Shift in Behavior

Current Behavior

• Dividing money irrespective of a plan or agreement on outcomes

Necessary Behavior

• Dividing the labor necessary to achieve outcomes and then funding organizations that are producing results

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Having a Conversation About the Right Stuff

• Identification of community priorities

• Community commitment to measureable improvement and making necessary changes

• Alignment of leadership and funding in support of achieving outcomes over the long-term

• Commitment of institutions and leaders to behave in a manner that achieves outcomes

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Benefits• This work is the hard work of proposal writing

• Funders’ concerns of readiness and effectiveness are addressed resulting in more funding

• Higher return on investment than grantees going it alone and that have not had difficult conversations and/or demonstrated the commitment to behave differently

• Shaping funding priorities for the region instead of responding to others’ priorities

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Sustainable Practices• Development of trust among stakeholders and

ability to effectively collaborate to get results

• Ability to maximize efforts and outcomes

• Already demonstrated and written capacity, and results sections of proposals

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From Talk to Action• What are the quality of life conditions we want for the children,

adults and families who live in our community?

• What would these conditions look like if we could see or experience them?

• How can we measure these conditions?

• How are we doing on the most important measures?

• Who are the partners that have a role to play in doing better?

• What works to do better, including no-cost and low-cost ideas?

• What do we propose to do?

Source: Friedman, Mark. (2005). Trying hard is not good enough. Charleston, SC: FPSI Publishing.9

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Where’s the Federal Money?

• Formula Allocation - Awarded directly to cities, counties and states

Consolidated Federal Funds Reporthttp://www.census.gov/govs/cffr/

• Competitive - Nonprofits, governmental entities, and quasi-governmental entities may apply directly to the Federal government

www.grants.gov

• Discretionary – Awarded to all of the above

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Points of Access and Leverage at HUD

• Citizen Participation Process

• Consolidated Plan Process

• Annual Action Plan Process

• Consolidated Performance and Evaluation Report (CAPER)

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Strategies Resulting in a Competitive Advantage

• Jointly fund achievement of outcomes

• Align laws, regulations, policies and procedures, written agreements etc. to support achievement of outcomes

• Mobilize local, state and federal leadership to sell “The Plan”

• Share grant - writing staff

• Common applications

• Common monitoring standards

• Common reporting standards

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Resources• Results Based Accountability

www.resultsaccountability.com

• Community Foundationswww.cof.org

• HUD Consolidated Planhttp://www.hud.gov/offices/cpd/about/conplan/

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Michel McAfeeSenior Community Planning and Development RepresentativeU.S. Department of Housing and Urban Development77 West Jackson BoulevardRoom 2401Chicago, IL 60604312.913.8707 (p)312.353.5417 (f)michael.a.mcafee@hud.gov

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Contact Information

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Focus Hope: Detroit MI

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Using a Comprehensive Plan to Identify Federal Grant Opportunities and Develop Persuasive Grant Applications

Susan Kaplan, Illinois ResourceNetU.S. EPA/U.S. HUD/IEPA/CMAP/IRN WebinarAugust 3, 2010

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In this presentation, we will:•Look at an example of a comprehensive plan - in thiscase, Milwaukee, WI’s (an older, diverse city that has been very active in sustainability and revitalization efforts).

•Consider how the plan could be used to help the city identify relevant federal grant opportunities.

•Consider how the plan could help the city develop persuasive grant applications.

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An example: Milwaukee’s March 2010 Comprehensive Plan

• Establishes the vision and direction for the City, and a policy framework for achieving them. Moves from overall vision and principles, to broad opportunities, to specific recommendations, to policies that can support implementation of recommendations.

• Includes Citywide Policy Plan and 13 area plans.• Citywide Plan includes sections on land use,

transportation, housing & neighborhoods, economic development, natural resources, cultural resources & historic preservation, community facilities, utilities, intergovernmental cooperation, and implementation - and a separate section on data and demographics.

All photos on slides about the Milwaukee plan are from the Milwaukee Plan PDF.

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What vision, priorities and projects does the Plan describe - and how- that could help identify

federal grant needs?

LAND USE Vision for Success (Level 1):• Sustainable Growth: The City will manage growth and change through effective land use policies that sustain its high quality of life, protect natural resources, and drive economic vitality.• Coordinated Planning: Land use and transportation

planning will be coordinated to sustain and implement wise transportation planning and construction.

• Quality Urban Design: Promote good urban design that embraces the creation of places with lasting value.

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Land Use: Vision for Success, cont’d“Industry provides about 20% of all jobs in Milwaukee, and

the city should strive to maintain a strong base of development-ready industrial land to support and attract industrial or business development that contributes direct economic benefits to the city.

Industrial land with little potential for productive or profitable use should be considered for other productive uses….”

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Land use, continuedBroad Opportunities (Level 2):• Vacant and underutilized properties, such as Park East and the

30th Street Industrial Corridor, present opportunities for new uses that support strong, sustainable communities including mixed-use and transit-oriented development projects.

• The City’s focus on water resources. The city’s location on Lake Michigan, coupled with businesses and organizations focused on clean water technology, provides a solid basis for supporting the continued development of water-related industries, research and development.

• Future use and catalytic redevelopment projects. Each Area Plan contains recommendations for major districts and corridors, as well as catalytic projects intended to stimulate neighborhood redevelopment and investment.

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Land Use, continued Specific recommendations (Level 3): Locations and

descriptions of catalytic projects that represent anticipated changes to the city’s future land use scenario

Future Land UseMap # Plan Area Project Name/Location Current Use Proposed Use18* Near North Side St. Michael’s Hospital Commercial Residential19 Near North Side Green Bay Ave. & Glendale Ave Vacant Commercial20* Near N. Side Atkinson Ave., Capitol Dr. & Teutonia Ave.

Triangle Open Space Open Space21 Near North Side St. Mark’s Episcopal Church Institutional Mixed Use31st St. and Hope Ave. ROW Vacant Open Space22* Near North Side SE corner of 35th St. & Capitol Dr. Vacant Mixed Use

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Land Use: Vision, Opportunities, Specific Recommendations, Policies

Policies (Level 4), including steps to implementation.

For example:Policy: Strengthen commercial and industrial centers, districts, and corridors, and expand

commercial and industrial activity.Steps to implementation include:• Consider clean and green industries, clean water technology,

R&D, and eco-industrial parks as options for vacant and underutilized industrial property.

• Assemble, update, remediate and retrofit industrial parcels for new business and employment.

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Another example: Natural ResourcesVision for Success (Level 1):• Green Infrastructure Improvements• Accessibility• Resource ManagementIncludes protecting natural resources; developing urban

agriculture initiatives; and using brownfield grant successes and projects to train environmental workers to create jobs and help to realize this vision.

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Natural Resources, cont’dBroad Opportunities (Level 2):Lake Michigan has attracted a cluster of freshwater-based industries,

some of which are located in Milwaukee.

Specific Recommendations (Level 3): The Milwaukee 7 Water Council seeks to strengthen this cluster of businesses, and the City anticipates development of a freshwater technology industrial park. The Great Lakes WATER Institute, a UWM research facility for water resources, conducts leading-edge fresh water research.

This combination of water resources, research and spin-off industry has the potential to create jobs locally and increase Milwaukee’s share of a growing sector of the global economy, clean water technology.

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Natural Resources, cont’d

Policies, including steps to implementation (Level 4): Enhance the urban forest and incorporate green infrastructure elements within the urban environment.

Steps to implementation include: Support temporary or permanent reuse of the city’s vacant, abandoned, underutilized and open space lands for uses such as community gardens, urban orchards, energy generation, and neighborhood parks. Inventory vacant and underutilized properties in relation to neighborhoods served by parks and open space, neighborhoods, flooding and stormwater.

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“Demographics and Data” section of Comprehensive Plan

Demographic Trends: • Milwaukee is the most racially and ethnically diverse city in

Wisconsin and is substantially more diverse than Milwaukee County, the metropolitan area, and the state as a whole. According to American Community Survey 2008 data, while city residents make up 63% of Milwaukee County population, they account for 88% of the county’s minority population. This includes 96% of the county’s African American population and 81% of Hispanics.

• Census tract maps show that racial and ethnic groups are heavily concentrated in certain areas of the city (Figure 7). African Americans, for example, live predominately on the Near North side, while most Hispanics live on the near south side.

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Demographics and data, cont’dIncome: The median Milwaukee household income in 2008 was

$37,331 - lower than Milwaukee County’s median of $45,909 and substantially lower than the statewide median of $52, 094.

Poverty Rate: Has remained above 20% since 2002, and in 2006 peaked at 26.2%, ranking 8th among U.S. cities with populations of 250,000+.

Employment: In Milwaukee, the number of people in the labor force has been showing a downward trend since 2005. The most recent data, from Nov. 2009, shows 10.9% unemployment.

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Demographics & Data, cont’d

Demographics and Employment: Employment in Milwaukee varies significantly by race and geography.• The central city had the highest unemployment rates, with many census tracts at 45% or more.• In 2000, African Americans had the highest unemployment rate, at 16%. Hispanics and American Indians had rates around 12%.

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You are an urban or environmental planner, a public health official, the

City Manager, the Mayor…